INTEGRATED SAFEGUARDS DATASHEET APPRAISAL STAGE I. Basic Information Date prepared/updated: March 7, 2015 Report No.: 95228 1. Basic Project Data Country: West Bank and Gaza Project ID: P154102 Project Name: GZ-SOUTHERN WEST BANK SOLID WASTE MANAGEMENT – ADDITIONAL FINANCING (AF) Task Team Leader: Ibrahim Khalil Dajani Estimated Appraisal Date: March 18, 2015 Estimated Board Date: March 31, 2015 Managing Unit: GSURR Lending Instrument: Specific Investment Grant Sector: Solid waste management (100%); Theme: Pollution management and environmental health (P);Municipal governance and institution building (S) IBRD Amount (US$m.): 0.00 IDA Amount (US$m.): 0.00 GEF Amount (US$m.): 0.00 PCF Amount (US$m.): 0.00 Other financing amounts by source: Special Financing (through MDTF) 1.50 Financing Gap 0.00 1.50 Environmental Category: A - Full Assessment Simplified Processing Simple [X] Repeater [] Is this project processed under OP 8.50 (Emergency Recovery) Yes [ ] No [X] or OP 8.00 (Rapid Response to Crises and Emergencies) 2. Project Objectives The original / parent Southern West Bank Solid Waste Management Project’s (SWMP) objectives are to support about 33 municipalities and joint services council’s members of the HJSC for Bethlehem and Hebron governorates in improving their solid waste disposal services through provision of a socially acceptable and environmentally friendly system. Since the PA is in process of considering the amalgamation of local governments into JSC or larger municipalities, the coverage of the SWMP would not be affected. The project development objective would be accomplished through (i) strengthening the joint services council administrative and technical capabilities for a cost-effective management of the waste disposal services, (ii) improving the wastes disposal services through provision of a transfer station and a sanitary landfill facility, and (iii) a public awareness campaign for promoting waste minimization, resource recovery and cost recovery for financial viability. The objective of this Additional Financing (AF) is to provide additional funding towards achieving the same objectives of the Parent project. The key performance indicator for the AF would be measured by the final sanitary closure of the Yatta dumpsite. 3. Project Description The AF contributes to one specific activity identified by parent project scope’s related to subcomponent (2.e) Civil Works: towards clean-up and rehabilitation of Yatta dump site. Now that the new sanitary landfill is constructed and operational. The proposed AF will finance the sanitary closure of the last remaining dumpsite at Yatta. The following is the description of the parent project: Component 1. This Component consists of three parts as described below: a. Capacity Building for the HJSC. The HJSC and its TOU is a new organization and its members need to develop: an understanding of the solid waste services and administration including definition and accountability of roles and responsibilities of the Council and the TOU; basic skills on the management functions of solid waste such as administration and finance, planning, environmental and social aspects, and setting policy for efficient, effective and sustainable service; and on public awareness and consultation to seek the cooperation of the beneficiary population in the making and application of policy decisions. The TOU will also need training primarily on the job and technical assistance on some specific aspects of the management functions entrusted to it. The capacity building would be implemented with the assistance of individual consultants who will be hired as advisors to the Council and TOU as described in the attached Scope of Services. The capacity building in addition to on-the-job training would include workshops and study tours to nearby countries. The consultants would arrange, plan and launch study tours within the West Bank and to a nearby country such as Jordan for council members and senior TOU management staff. This component would finance: (i) a consultant to provide technical support and training on management and financial aspects to the HJSC members and TOU managers; (ii) a consultant to support the TOU on project management and procurement; and a consultant to build TOU capacity and municipalities on SWM financial management; and study tours within the West Bank (Jenin SWM system), Jordan and possibly Izmir, Turkey. b. Capacity Building for EQA: Technical staff of EQA would need training on environmental monitoring planning, field inspection and testing, analysis and reporting on solid waste operations (landfill and transfer stations) including the monitoring of dump sites closures. The training would be provided by consultants contracted under the project (see component 2) for environmental monitoring. The services of the EMP monitoring consultant would include the training of EQA designated technical staff as follows: (i) classroom courses to explain and discuss the planning of monitoring, the preparation of monitoring forms on what will be monitored and requirements for inspection, sampling, testing and analysis of results for compliance with laws and regulations; (ii) participate in the field inspections, sampling and testing, and analysis and evaluation of findings with recommendations on actions to be taken; and (iii) preparation of reports by the monitoring organization. This component would finance the local transport of trainees participating in the capacity building program which may be included in the EMP consultant contract as reimbursable expense. Additional training costs are included in the budget for the EMP consultancy services described in Component 2 below. c. Public Awareness Campaign. The proposed project will benefit from the material already prepared for and experience gained in the public awareness campaign designed and delivered for the Northern West Bank Solid Waste Environmental Management Project (SWEMP) currently in operation. This component includes the cost of reproducing such material and the cost of disseminating it. This component would finance consultants, workshops, training and launching awareness campaigns including dissemination through various media. A consultant firm would be hired to plan, organize and deliver public awareness campaigns to make the beneficiary communities aware (including businesses and institutions) of solid waste management policies and procedures and seek their cooperation in service efficiency improvements, compliance with regulations and timely payments for services. The consultant(s) would design and deliver training programs to build capacity at the HJSC, TOU and EQA on client-oriented customer service to strengthen relations with beneficiary communities. Component 2. This component would support construction of a new sanitary landfill facility and a transfer station, the closure of 17 dump sites plus several small sites scattered randomly in Hebron and Bethlehem governorates, and the implementation of the EMP. A detailed description is given below: a. Civil works: for the construction of a sanitary landfill facility located at Al-Minya site and consisting of construction of two out of four cells with a sealed bottom consisting of multi-barrier layers and leachate drainage system and treatment facility including a return pumping station and piping with spray discharge to the landfill cells, site fencing and main entrance gate and sign, on-site paved service roads, surface drainage system and site lighting, weight bridge station including a control room, administration building, paved parking areas, storage and maintenance workshop, stand-by power generator and electrical switch gear, a water storage tank, a gas station including an underground fuel storage tank, a paved container parking area, vehicle wheels cleaning area, on-site wastewater septic tank disposal system, and related off-site infrastructure (rehabilitation of existing access road and construction of a new section of by-pass road, power and water supply, and telecommunication service line as required; b. Civil works: for the construction and installation of waste compactors for Hebron Transfer Station; c. Civil works: for the construction and installation of an existing waste recycling plant (owner-supplied equipment) at Al-Minya landfill; d. Equipment: i) supply of operational equipment for the landfill (bulldozers, compactors and loaders); ii) supply of transfer station waste containers and waste container hauling vehicles; e. Civil Works : towards clean-up and rehabilitation of Yatta dump site for use during construction and closure of all 17 dump sites by end of construction period; f. Technical Assistance: towards operational management contract for the landfill and transfer station; and g. EMP/ARAP implementation. Please note (below) that the additional finance project does not trigger OP 4.12, thus this refers to the parent project only. ARAPs prepared under the parent project have delivered agreed upon compensation and mitigation to project affected people. Component 3. This component would support studies and implementation of small-scale recycle projects: a. A study of waste collection optimization at local government level and the feasibility and design of small-scale projects for waste reduction, waste recovery for recycling and composting; and b. Implement small-scale recycle and composting projects. This would consist of : (i) technical assistance to plan and organize waste pickers into commercially- viable service organizations including launching such operations for a period of at least one year, which would be extendable as needed; and (ii) investments required to launch such small businesses including the cost of goods, salaries of waste pickers, transport and administrative expenses (rent of office space, office equipment, communication and supplies)for a period of one year, which would be extendable as needed. The total cost for this component is estimated at about. Component 4. This component includes project management consisting of: a. the incremental operation costs (on a declining rate from 100% in Year 1 to 50% in Year 5) of the HJSC Technical Operations Unit (TOU) to enable project implementation such as: salaries of contracted TOU staff, office rental and utilities, communication, procurement related expenditures, printing and supplies, maintenance of office equipment, training of TOU staff and travel cost associated with project implementation and training; and b. A contract with a reputable international consulting firm for supervision of construction of the landfill and transfer station has already been satisfactorily completed. 4. Project Location and salient physical characteristics relevant to the safeguard analysis The location of the Yatta dumpsite is outside the populated area in the southeast of Hebron Governorate, Southern West Bank. It is located at least 8.5 kilometers from the center of Yatta municipalities and at least 1.4 kilometers (aerial distance) from the closest housing cluster. 5. Environmental and Social Safeguards Specialists Mr. John Butler, Lead Social Development Specialist (GSURR) Mr. Dariusz Kobus, Environmental Safeguards Consultant (GTIDR) 6. Safeguard Policies Triggered Yes No Environmental Assessment (OP/BP 4.01) X Natural Habitats (OP/BP 4.04) X Forests (OP/BP 4.36) X Pest Management (OP 4.09) X Physical Cultural Resources (OP/BP 4.11) X Indigenous Peoples (OP/BP 4.10) X Involuntary Resettlement (OP/BP 4.12) X Safety of Dams (OP/BP 4.37) X Projects on International Waterways (OP/BP 7.50) X Projects in Disputed Areas (OP/BP 7.60) X Please note that OP 4.12 was only triggered for the parent project. The ARAPs produced under the parent project have already delivered agreed upon mitigation and compensation to project affected people. II. Key Safeguard Policy Issues and Their Management A. Summary of Key Safeguard Issues 1. Describe any safeguard issues and impacts associated with the proposed project. Identify and describe any potential large scale, significant and/or irreversible impacts: Update on OP 4.01: Environment Protection Impacts: the project aims at sanitary closing of the Yatta dumpsite. This would include the excavations and backfilling in the waste body to reduce the slopes and provide access to all parts of the site. A 6 meter wide internal site parameter road will be constructed to add more stability to the dumpsite and enable access to the different parts during monitoring and emergencies; cleaning of the valley from all waste and building stone blocks retaining walls along the valley abutments to prevent waste sliding into the valley. The design includes capping of the waste by two layers of compacted soil and clay (compacted clay in the bottom layer, and lightly compacted soil supporting vegetation growth in the top layer) of not less than 50 centimeters in depth; installing reinforced concrete ditches to divert rainwater from the site into the valley to prevent soil erosion; and installing gas venting system for safe release of the gas. These measures will prevent percolation of rainwater into the waste body, minimize generation of leachate, minimize contamination of stream that runs through the valley during winter, and prevent the risk of gas accumulation and migration in the waste body and beyond. Update on OP 4.11: During the preparation of the ESIA, a small archaeological place at the north side of the Yatta site was identified that is surrounded by waste body site. During appraisal of the parent project, officials from the Palestinian Ministry of Tourism and Antiquities (MOTA) visited the site but did not report any significant value of the site. Still, the JSC-H&B has delineated this site and in case of any accidental findings of any antiquities or physical cultural resources that might occur during the implementation of the projects, the contractor must notify the JSC-H&B and thereby notifying the MOTA for immediate action. Update on OP 4.12: The proposed activities to be funded by this AF do not trigger OP 4.12. The parent Project had triggered this OP due to the presence of waste-pickers at the project site, the acquisition of land for the new landfill site as well as the presence of herdsmen there. ARAPs for waste-pickers, landowners and herdsmen were prepared in accordance with the relevant policies and the client has adhered to them during project implementation. All waste pickers agreed to mitigation packages which have been implemented or are in the process of being implemented, land owners have received their compensation and herdsmen have received animal feed and sheep as compensation. The policy is not triggered for this AF because the Yatta dumpsite is officially closed, all have been notified of this and a gate with a guard and a sign have been established. No new land will be acquired as part of the proposed activities. 2. Describe any potential indirect and/or long term impacts due to anticipated future activities in the project area: The project will have primarily positive impacts by rehabilitating and closing the Yatta dumpsite, which was generating leachate posing risk to ground and surface water, and where landfill gas supported waste burning was causing significant harm to the environment. 3. Describe any project alternatives (if relevant) considered to help avoid or minimize adverse impacts. The parent project has financed the construction of a new sanitary landfill built and currently operated by international operator based on international standards and International Finance Corporation’s (IFC) technical assistance. The closure of this dumpsite as well as 18 other ones (much smaller in size and already closed and rehabilitated by the Parent Project) would prevent further use of the dumpsites and illegal dumping and burning of waste. It would also reduce odors releases, flies and wind-blown plastic bags littering that were affecting the livestock in neighboring farms. Several additional options for waste management were considered by the stakeholders including constructing a public garden or developing gas collection system and power generation. These options would be considered at later stage and once the technical studies have been done and proven economically and financially feasible. 4. Describe measures taken by the borrower to address safeguard policy issues. Provide an assessment of borrower capacity to plan and implement the measures described. This AF builds on the successful compliance of the client with the safeguards policies under the parent project. Furthermore, the Environment Quality Authority has been monitoring the performance of the client and its private operators and compliance with the national environmental regulations. The Client has committed to continue its compliance and implementation of all measures related to safeguards. 5. Identify the key stakeholders and describe the mechanisms for consultation and disclosure on safeguard policies, with an emphasis on potentially affected people. Key stakeholders include: a. Hebron and Yatta municipalities who own the land and the dumpsite; Yatta municipality who has administrative jurisdiction over the land; and farmers and land owners surrounding the dumpsite. Considering that this dumpsite is also located in Area C of the West Bank that is still under Israeli Civil Administration and Military control is also considered a stakeholder. All parties have expressed interest and demand for the sanitary closure of Yatta dumpsite. The Addendum to the ESIA, has been disclosed locally on the websites of the Joint Services Council for Southern West Bank and Hebron and Bethlehem (JSC-H&B) as well as in the Bank InfoShop on February 18 and 20, 2015, respectively. B. Disclosure Requirements Date Environmental Assessment/Audit/Management Plan/Other: Yes – addendum Was the document disclosed prior to appraisal? to the parent ESIA February Date of receipt by the Bank 18, 2015 February Date of "in-country" disclosure 18, 2015 February Date of submission to InfoShop 20, 2015 For category A projects, date of distributing the Executive NA Summary of the EA to the Executive Directors Resettlement Action Plan/Framework/Policy Process: OP. 4.12 was Not Triggered for the AF project Was the document disclosed prior to appraisal? (Parent ARAP disclosed on November 25, 2009) Date of receipt by the Bank Not triggered for AF project (Parent ARAP received on November 25, 2009) Date of "in-country" disclosure Not triggered for AF project (Parent ARAP disclosed on November 25, 2009) Date of submission to InfoShop not triggered for AF project (Parent ARAP disclosed on December 1, 2009) Indigenous Peoples Plan/Planning Framework: Was the document disclosed prior to appraisal? N/A Date of receipt by the Bank N/A Date of "in-country" disclosure N/A Date of submission to InfoShop N/A Pest Management Plan: Was the document disclosed prior to appraisal? N/A Date of receipt by the Bank N/A Date of "in-country" disclosure N/A Date of submission to InfoShop N/A * If the project triggers the Pest Management and/or Physical Cultural Resources, the respective issues are to be addressed and disclosed as part of the Environmental Assessment/Audit/or EMP. If in-country disclosure of any of the above documents is not expected, please explain why: N/A C. Compliance Monitoring Indicators at the Corporate Level (to be filled in when the ISDS is finalized by the project decision meeting) OP/BP/GP 4.01 - Environment Assessment Does the project require a stand-alone EA (including EMP) report? Yes – addendum to the parent ESIA If yes, then did the Regional Environment Unit or Sector Manager (SM) Yes review and approve the EA report? Are the cost and the accountabilities for the EMP incorporated in the Yes credit/loan? OP/BP 4.11 - Physical Cultural Resources Does the EA include adequate measures related to cultural property? Yes Does the credit/loan incorporate mechanisms to mitigate the potential Yes adverse impacts on cultural property? OP/BP 4.12 - Involuntary Resettlement Has a resettlement plan/abbreviated plan/policy framework/process No framework (as appropriate) been prepared? If yes, then did the Regional unit responsible for safeguards or Sector No Manager review the plan? The World Bank Policy on Disclosure of Information Have relevant safeguard policies documents been sent to the World Bank's Yes, the Infoshop? addendum to the parent ESIA Have relevant documents been disclosed in-country in a public place in a Yes, the form and language that are understandable and accessible to project-affected addendum groups and local NGOs? to the parent ESIA All Safeguard Policies Have satisfactory calendar, budget and clear institutional responsibilities Yes been prepared for the implementation of measures related to safeguard policies? Have costs related to safeguard policy measures been included in the project Yes cost? Does the Monitoring and Evaluation system of the project include the Yes monitoring of safeguard impacts and measures related to safeguard policies? Have satisfactory implementation arrangements been agreed with the Yes borrower and the same been adequately reflected in the project legal documents? D. Approvals Signed and submitted by: Name Date Task Team Leader: Mr. Ibrahim Khalil Dajani Environmental Specialist: Mr. Dariusz Kobus Social Development Specialist Mr. John Butler Additional Environmental and/or Mr. Africa Eshogba Olojoba Social Development Specialist(s): Approved by: Regional Safeguards Coordinator: Ms. Nina Chee Comments: Sector Manager: Ms. Nina Bhatt Comments: